Knowledge Management for the Fire Service (Part 6)

Knowledge encompasses more than just data and information. Knowledge is the beneficial application of  a mix of information, experience, and context. Of knowledge there are two types, uncodified and codified. Uncodified knowledge resides in the heads of individuals, this knowledge becomes codified when it is shared through discussions or documentation.

Knowledge management is the term used to describe the systematic process by which this knowledge can be collected, accessed, and utilized in a way that adds value to the organization.  Knowledge management is taking advantage of what is known to maximize an organization’s value, or a department’s value to the community.

The consulting firm of McKinsey & Company is known for its dedication to learning and the value placed on knowledge management.  The fire service can benefit from applying these knowledge management principles from the Firm.

Don’t re-invent the wheel. Somebody, somewhere, has most likely experienced the same problem that you are experiencing.  They have already done the mental exercise of thinking through the problem, and performed the hard task of creating a solution. For practically any problem there is an abundance of reports, documents, spreadsheets, presentations, or graphs that can assist in the solution implementation.  Search out these documents.  Additionally, there are people within our organizations who are experts at different things. They have different skills in the fire service - rescue, operations, tactics, prevention, command - and outside of the fire service that may be applicable to your problem.  Know your people, and utilize their strengths.

As various issues arise or occur, the solutions should be documented and made accessible. No doubt, many of these ‘problem-solution’ combinations are saved on multiple e-mail inboxes. A simple spreadsheet could be a good start in assembling this information.

Talk to your people, or review their resumes to see what other skills they have. As with the documentation, a simple spreadsheet of individual and skills can be created and searched when needed.

Develop a rapid response culture. When I started out in my public service career as a fire inspector, I was amazed at how easy it was to, “wow” people with my customer service. I didn’t do anything extra, all I did was return phone calls and e-mails, and follow-up on what I said I would. I thought this was normal human behavior.  I quickly learned, it was not.

It is very frustrating to be tasked with solving a problem when the people you need information from for the solution are  unresponsive. Implementing something similar to Mckinsey & Co.’s,  “24-hour response policy”  can quickly decrease the time and work it takes to reach a conclusion. Any inquiry, in person, by phone, or e-mail is required to receive a response within 24 hours.

Acquire external knowledge. Search out and use experts outside of your organization. As an AHJ or fire code official, you may not know every intricate detail of a specific fire alarm or suppression system.  However, those contractors that work with these day in and day out, are intimately familiar with their product. Use them. For pre-planning activities, involve the building managers, they know the structure and its processes better than anyone else. Maintain documentation on the information they provide, and add the individual to your database or spreadsheet of experts to consult.

Promote knowledge accumulation.  Knowledge management should be promoted from the top ranks all the way down. Incentivize rapid response and the support and development of others within the organization.  

At the completion of big projects or problems, bring the team together to summarize lessons learned, processes involved, and take aways for other operations. In the fire service we may utilize an AAR (after action review) to identify concerns and compile lessons learned after a fire incident.  When members return from conferences or training sessions, bring them together or put what they learned into a shared document, so the whole department can benefit from their experience.  When new buildings or new systems are introduced to the community, bring the building management, system contractors, and fire department personnel together to learn about the structure or system.  Maintain and distribute any related documentation.

This is the final post in the, McKinsey Method for Fire Protection Solutions, series. The goal of this series was to promote a consultative approach to solving fire protection problems.  In all the steps, and lessons learned, knowledge management plays a critical role. Knowledge management, “knowing what”and “knowing who”, is an essential skill for reaching effective and efficient solutions.

Part 1 - Solve Fire Protection Problems Like a Management Consultant

Part 2 - How to Analyze Fire Protection Problems

Part 3 - Six Presentation Strategies for Achieving Buy-In

Part 4 - Managing the Implementation Team

Part 5 - Creating a Work Plan

Part 6 - Knowledge Management for the Fire Service

Managing the Implementation Team (Part 4)

This is Part 4 of a 6 part series collectively titled, McKinsey Method for Fire Protection Solutions. As you read keep in mind that these systems and processes can be applied to  fire protection organization and leadership, and to physical fire protection systems and components.

Read Part 1 - Solve Fire Protection Problems Like a Management Consultant

Read Part 2 - How to Analyze Fire Protection Problems

Read Part 3 - Six Presentation Strategies for Achieving Buy-In

After a problem has been analyzed and a solution has been presented and accepted, the work of implementation begins. Implementing the problem solution requires the effective management of three components:

1. The Team.
2. The Client.
3. The Individual.

The Team.

These are the people that you will be working together with to implement the problem solution. The manager has three responsibilities related to the team, he must assemble the right team members, he must keep them motivated to complete the task, and he must ensure their continued professional development.

Effective team management starts with recruiting, or assembling, the right people. To acquire the best talent for the team, the manager should start with a structured plan.  The plan should let the manager easily see what type of personality would fit best, what types of skills are needed, and what specific knowledge may be required. Using the plan, the manager can select those individuals that bring the strengths necessary to the project.  A team that is has all the same strengths and weaknesses will fail.  When assembling the team, maintaining the right mix or knowledge, skills, and abilities is critical.

McKinsey keeps its people motivated by spending time together and providing adequate rewards.  Motivation can be maintained by creating a familiar atmosphere to work in.  Create a workplace that people want to come to, a place where they feel like they contribute and are a part of something bigger.  Planned team events, bonding outings, can be effective also. The most effective of these are the more “impromptu” events that are put together by someone other than the “boss” or manager.  Provide rewards, above and beyond compensation, for the team members.  Rewards can include things like dinners and lunches paid for by the organization, and additional days, weekends, or time off. When the team members feel that the organization has taken notice of their work, appreciates their contribution, and acknowledges the existence of their personal and family life, they will be motivated to continue giving their best to the solution implementation team.

Team members want the organization to contribute to their professional development.  The effective team manager can accomplish this by setting clear expectations and providing regular and consistent evaluations. Clarity of expectations ensures that all the team members know what they are working for and how their work product and performance will be evaluated. This allows them to focus on areas of their profession that should be developed in order to meet and exceed the expectation.  Regular and consistent evaluations by the manager, let the team member know that he is on the right track, and his performance is meeting the expectation. At least, six month, evaluations are recommended.  This allows the manager to see what the employee has accomplished so far, and what professional goals and development benchmarks have been set for the next six months.

The Client.

This is who you work for. In the private sector this is the company or organization that is paying for the services. In the public sector, this is the community, municipality, and stakeholders.

Effective management of the client requires that they be informed, involved, and inspired. Communication is key. The client should always be “in the loop” and never be surprised by any changes or developments in the planned solution. The client wants to feel like they are involved and contributing to this project.  Let them be involved. Invite them to the meetings, assign them tasks that need to be done that they can do.  Utilize them as part of your team.  They need to stay inspired. The manager must continue to sell the solution throughout its implementation, so that the client stays focused on their desired outcome and keeps the big picture at the forefront of his mind.

The Individual.

Yourself. Individuals have a hard time providing a good work product when they are out of balance with their personal life. The manager cannot effectively manage the team, if his personal life feels like it is being mismanaged.

Often individuals search for work/life balance, however, the true ‘sweet spot’ is in the seamless integration and intertwining of work and life. A situation where the two exist and flow together. This work/life flow can be achieved through mentors, supporting one another, sharing the load, and effective time management. Maintaining work/life flow and avoiding “burn out” requires the individual to stay focused on the purpose, vision, and goals of the task at hand.

Establishing Fire Protection and Life Safety Objectives

What is the purpose of a fire inspection program?  Why do fire prevention bureaus exist?  For what reasons do fire protection and code consultants exis?  How can you know if your prevention program is accomplishing its objectives?

In 1975 the American Insurance Association published "Special Interest Bulletin No. 5, The Value and Purpose of Fire Department Inspections".  This bulletin outlined 7 objectives for an inspection program.  As you examine these objectives, evaluate your department, company, or organization and determine whether you are meeting these objectives, which of these you are great at, and which objectives need more of your attention.

1. To obtain proper life safety conditions. 
2. To keep fires from starting.
3. To keep fires from spreading.
4. To determine adequacy and maintenance of fire protection systems.
5. To preplan fire fighting procedures.
6. To stimulate cooperation between owners, occupants, and fire departments.
7. To assure compliance with fire protection and life safety codes, standards, and regulations.

Proper life safety conditions can be obtained by evaluating the adequacy of exits, protecting the path of egress, making sure that building evacuation plans are current, and determining occupant loads of the space.

Fires can be prevented by monitoring the hazards associated with a facility or process.  Many people in the work force become complacent as they conduct their daily responsibilities without incident.  Public education, therefore, becomes an essential component to keep fires from starting.

The general public passes through our buildings everyday, largely unaware of the life saving features that surround them. Structural features such as enclosures, fire walls, fire partitions, and fire doors must be inspected and maintained to adequately keep fires from spreading.

There are three primary reasons that a fire sprinkler may fail. The top reason that sprinkler systems fail is due to a lack of maintaining operational status of the system, this can be followed up by inadequate or incomplete coverage of the fire area or hazard to be protected. The final reason a sprinkler may fail is inadequate performance of the system itself.  Any prevention program or fire strategy should include components that are designed to determine the adequacy and maintenance of the fire protection systems.

The best way to ensure success when fighting a building fire, saving lives, and preserving property is to preplan fire fighting procedures.  Fire protection programs should provide a clear layout of the building, its systems, related hazards, and special procedures or requirements.

Fire prevention bureaus should work closely with the public and establish a good relationship with the building owners and facility managers within their jurisdiction.  If a client is seeking the services of a fire protection or life safety consultant, a major part of the proposal should include a clear plan that outlines how cooperation between owners, occupants, and fire departments will be achieved.

With the myriad codes, standards, and regulations that abound, a fire prevention program should educate, interpret, and enforce these requirements.  With the constant submission of new code change proposals, and the creation of new products and fire protection methods a skilled fire strategist will be knowledgeable enough to assure compliance with fire protection and life safety codes, standards, and regulations is met and maintained.

Does your fire inspection or life safety program address all of these objectives?  What area needs more work?  What are some resources that you need to meet these objectives more efficiently? 

Leave your feedback in the comments section below.